Hi all,
Have you ever imagined what can happen if PMS fails?
If PMS fails, compensation and benefits will go wrong.
If PMS fails, training needs inputs will be wrong.
If PMS fails, politics will get started, and teamwork will be spoiled.
If PMS fails, leadership issues will come to the fore.
If PMS fails, business goals will be missed.
If PMS fails, employee morale and productivity will decrease.
If PMS fails... YOUR VIEWS...
Regards,
Manish
From India, Nagpur
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17Have you ever imagined what can happen if PMS fails?
If PMS fails, compensation and benefits will go wrong.
If PMS fails, training needs inputs will be wrong.
If PMS fails, politics will get started, and teamwork will be spoiled.
If PMS fails, leadership issues will come to the fore.
If PMS fails, business goals will be missed.
If PMS fails, employee morale and productivity will decrease.
If PMS fails... YOUR VIEWS...
Regards,
Manish
From India, Nagpur
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OK. Is it failed in your organization? If yes, then as an HR, what you did to make it successful?
From India, Nagpur
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From India, Nagpur
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Dear Manish,
PMS fails in two aspects - employee and employer - but have different consequences. On which part are you worried?
Do you think HR plays a vital role in PMS, except for coordination? If yes, please intimate me.
From India, Bhubaneswar
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PMS fails in two aspects - employee and employer - but have different consequences. On which part are you worried?
Do you think HR plays a vital role in PMS, except for coordination? If yes, please intimate me.
From India, Bhubaneswar
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LordGod,
I wanted to put a topic on "in case PMS fails". That's why I used the word "if".
I totally agree with you that if HR is competent enough to design and facilitate the PMS, it never fails.
Manju,
PMS - Performance Management System.
I totally agree with you that:
From India, Nagpur
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I wanted to put a topic on "in case PMS fails". That's why I used the word "if".
I totally agree with you that if HR is competent enough to design and facilitate the PMS, it never fails.
Manju,
PMS - Performance Management System.
I totally agree with you that:
From India, Nagpur
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What if the employees dont trust the system? reasons can be many like no transparency, force ranking, bell curve etc. what shoud HR do?
From Malaysia, Shah Alam
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From Malaysia, Shah Alam
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There are other organizations where PMS is not handled by HR but by another division. I think that is when the PMS fails. PMS should highlight employees' strengths and be able to itemize weaknesses. But to be able to do so, key factors should be very clear and related to the job specification of the employee. Sometimes, PMS fails because there are key factors that cannot be found or are not focused on in the employee's tasks. Where do you now base your rating? It would be unfair for the employee to suffer a low score just because it was there but they never got the chance to show how they perform in that specific role.
Just sharing my thoughts.
Jillian
From Philippines, Quezon City
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Just sharing my thoughts.
Jillian
From Philippines, Quezon City
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Hi Readers,
In my opinion, HR's role towards PMS is facilitative only. HRs can design and structure the process, oversee the execution of the process by managers, assist managers with the conducting of appraisals, and arrange the paperwork thus generated to summarize the reports.
The best way in which HR can contribute towards effective PMS is when JDs are made clear, KRAs well defined, PMS system simplified by MCQs, standardizing responses and feedback from managers, strong coordination between managers, employees, and HR personnel involved in PMS for timely completion.
HRs have no involvement in the actual appraising of employees; this is best done by the line manager, supervisor, or colleague directly involved with the employee. Strengths and weaknesses related to work performance are best judged by those directly involved in the work. Training requirements, promotion suggestions are best decided by the line manager or team leaders depending on the confidence and capability assessed from work performance.
What HRs must do to make the PMS process effective and transparent is to make the forms and questionnaires objective to work performance, KRAs, or KPIs. For this to happen, HRs must know the processes of the business to a good extent. HRs must review the forms and questionnaires every year to update as per current scenarios.
HRs cannot object to the feedback of appraisers unless found to be extremely unreasonable; neither can HR influence or watch over every appraisal conducted. What HRs can ensure is timely completion of the appraisal process.
PMS is a broader concept that includes annual appraisal. HRs have to take care of summarizing and overseeing the implementation of appraisal results. That is:
- Revising salary increments as advised matching with budget,
- Revise organizational structure due to promotion and transfers,
- Revise Manpower plan and recruitment mandates due to the movement of employees,
- Arrange Training Programs as advised or recommended during appraisals,
- Miscellaneous paperwork related to this process.
Grievances or dissatisfaction of employees or managers over appraisals shall be handled by HRs by ensuring a transparent approach towards the complaints. In this situation, HRs can merely act as mediators or neutral party to both sides of complaints and record the outcomes objectively.
There has to be constant and non-intrusive exchange of information between all parties involved (Managers, employees, and management). HRs form the bridge between these parties. But in a real situation, HRs are seen as more biased towards management or managerial sides, whereas employees feel neglected and thus consider HRs as useless.
Employee satisfaction survey (ESS) once a year is a good way to get the feel of employees' mindset. However, this kind of surveys shall be done away from appraisal periods to avoid influenced responses. Also, conducting ESS once a year away from appraisal keeps the employees involved, motivated, as there is a feeling of care and being heard, and responses can be accurate without influence or fear of appraisals. Moreover, certain complaints can be resolved before appraisals are conducted, so several tools such as town hall meetings, ESS, complaint & suggestion box, etc.
If readers are wondering how this connects to PMS, my opinion is that PMS is all about managing performance; physically, mentally, and emotionally. Management takes various measures to drive performance in the company by facilities & resources, training & development, compensation & benefits, performance reviews, etc. This takes care of physical and mental abilities, but to drive performance to make emotionally satisfied employees, they need to be heard seriously.
Hope I have contributed positively to the discussion.
From Kuwait, Salmiya
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In my opinion, HR's role towards PMS is facilitative only. HRs can design and structure the process, oversee the execution of the process by managers, assist managers with the conducting of appraisals, and arrange the paperwork thus generated to summarize the reports.
The best way in which HR can contribute towards effective PMS is when JDs are made clear, KRAs well defined, PMS system simplified by MCQs, standardizing responses and feedback from managers, strong coordination between managers, employees, and HR personnel involved in PMS for timely completion.
HRs have no involvement in the actual appraising of employees; this is best done by the line manager, supervisor, or colleague directly involved with the employee. Strengths and weaknesses related to work performance are best judged by those directly involved in the work. Training requirements, promotion suggestions are best decided by the line manager or team leaders depending on the confidence and capability assessed from work performance.
What HRs must do to make the PMS process effective and transparent is to make the forms and questionnaires objective to work performance, KRAs, or KPIs. For this to happen, HRs must know the processes of the business to a good extent. HRs must review the forms and questionnaires every year to update as per current scenarios.
HRs cannot object to the feedback of appraisers unless found to be extremely unreasonable; neither can HR influence or watch over every appraisal conducted. What HRs can ensure is timely completion of the appraisal process.
PMS is a broader concept that includes annual appraisal. HRs have to take care of summarizing and overseeing the implementation of appraisal results. That is:
- Revising salary increments as advised matching with budget,
- Revise organizational structure due to promotion and transfers,
- Revise Manpower plan and recruitment mandates due to the movement of employees,
- Arrange Training Programs as advised or recommended during appraisals,
- Miscellaneous paperwork related to this process.
Grievances or dissatisfaction of employees or managers over appraisals shall be handled by HRs by ensuring a transparent approach towards the complaints. In this situation, HRs can merely act as mediators or neutral party to both sides of complaints and record the outcomes objectively.
There has to be constant and non-intrusive exchange of information between all parties involved (Managers, employees, and management). HRs form the bridge between these parties. But in a real situation, HRs are seen as more biased towards management or managerial sides, whereas employees feel neglected and thus consider HRs as useless.
Employee satisfaction survey (ESS) once a year is a good way to get the feel of employees' mindset. However, this kind of surveys shall be done away from appraisal periods to avoid influenced responses. Also, conducting ESS once a year away from appraisal keeps the employees involved, motivated, as there is a feeling of care and being heard, and responses can be accurate without influence or fear of appraisals. Moreover, certain complaints can be resolved before appraisals are conducted, so several tools such as town hall meetings, ESS, complaint & suggestion box, etc.
If readers are wondering how this connects to PMS, my opinion is that PMS is all about managing performance; physically, mentally, and emotionally. Management takes various measures to drive performance in the company by facilities & resources, training & development, compensation & benefits, performance reviews, etc. This takes care of physical and mental abilities, but to drive performance to make emotionally satisfied employees, they need to be heard seriously.
Hope I have contributed positively to the discussion.
From Kuwait, Salmiya
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Performance Management System.doc